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Sustainability in Sparebank 1 SR-Bank
Sustainability in SpareBank 1 SR-Bank Sustainability in SpareBank 1 SR-Bank 1 1. SpareBank 1 SR-Bank’s approach to sustainability 1.1 SpareBank 1 SR-Bank is a responsible corporate citizen and a driving force behind the green shift ................................................................................................................................................................................................. 3 1.2 SpareBank 1 SR-Bank’s global responsibilities – organisations and international principles supported by the group ........................................................................................................................................................ 3 1.2.1 Global initiatives .................................................................................................................................................................................................. 3 1.3 Frameworks SpareBank 1 SR-Bank complies with: ............................................................................................................... 4 1.3.1 OECD Guidelines for Multinational Enterprises .......................................................................................................... 4 1.3.2 Global Reporting Initiative (GRI) ..................................................................................................................................................... 4 1.3.3 CDP reporting ...................................................................................................................................................................................................... -
Sparebank 1 Nord-Norge Annual Report 2019 006
SPAREBANK 1 NORD-NORGE ANNUAL REPORT 2019 006 010 012 014 016 017 018 022 048 049 050 052 053 142 146 154 158 160 162 177 182 190 196 198 202 204 213 225 226 Table of contents NORD-NORGE 1 SPAREBANK 006 From the CEO SpareBank 1 Nord-Norge 010 Strategic compasss 012 Our history 014 Important events 016 Branches 017 Organization and company structure 018 Annual report 022 Annual report from the board ANNUAL ACCOUNTS ANNUAL Annual accounts 2019 048 Annual Report – Income statement 049 Annual Report – Balance Sheet 050 Annual Report – Changes in equity 052 Annual Report – Cash Flow Statement 053 Annual accounts – Notes 142 Statement from the Board of Directors and Chief Executive Officer 146 Auditor’s report Operations 154 Group Management 158 Board of Directors 160 Governing bodies OPERATIONS 162 Corporate governance 177 Risk management and internal control 182 Ownership 190 Operations 196 Markets 198 The SpareBank 1- alliansen CORPORATE SOCIAL RESPONSIBILITY SOCIAL CORPORATE 202 The foundations 204 Organisation and HR Corporate social responsibility 213 Sustainability 225 Samfunnsløftet 226 Index Global Reporting Intiative Continued Added Value Uncertainty dominated 2019. Trade wars, Brexit, esc- The financial results for SpareBank 1 Nord-Norge alating levels of conflict in the Middle East as well are affected by the economic temperature of the as climate change resulting in floods and wildfires. region. In addition, SpareBank 1 Nord-Norge have Paradoxically, Northern Norway, and SpareBank 1 gained a good effect by merging insurance compa- Nord-Norge profits from this uncertainty due to nies of SpareBank 1 and DNB. being an export driven region. -
EMTN Prospectus 2018
PROSPECTUS 15 June 2018 SPAREBANK 1 SMN (incorporated with limited liability in Norway) SPAREBANK 1 NORD-NORGE (incorporated with limited liability in Norway) SPAREBANK 1 ØSTLANDET (incorporated with limited liability in Norway) €10,000,000,000 Euro Medium Term Note Programme (the “Programme”) This Prospectus (as defined below) supersedes the Prospectus dated 9 June 2017 relating to the €10,000,000,000 Euro Medium Term Note Programme of SpareBank 1 SMN, SpareBank 1 Nord-Norge and SpareBank 1 Østlandet (formerly Sparebanken Hedmark) (each an “Issuer” and together the “Issuers”). This Prospectus does not affect any Notes already issued. This document constitutes three base prospectuses for the purposes of Article 5.4 of Directive 2003/71/EC (the “Prospectus Directive”) as amended, (i) the base prospectus for SpareBank 1 SMN, in respect of non- equity securities within the meaning of Article 22 No. 6(4) of the Commission Regulation (EC) No. 809/2004 of 29 April 2004 as amended (the “Notes”) to be issued by SpareBank 1 SMN under the Programme, (ii) the base prospectus for SpareBank 1 Nord-Norge in respect of Notes to be issued by SpareBank 1 Nord-Norge under the Programme, and (iii) the base prospectus for SpareBank 1 Østlandet in respect of the Notes to be issued by SpareBank 1 Østlandet under the Programme (together, the “Prospectus”). Under the Programme each Issuer may from time to time issue Notes denominated in any currency agreed between the relevant Issuer and the relevant Dealer (as defined below). The Notes of each Issuer will be obligations of that Issuer alone. -
Supplementary Information Q2 2017
Chief Executive, CEO Arne Austreid For further information, please contact Inge Reinertsen, Chief Financial Officer [email protected] +47 909 95 033 Stian Helgøy, VP Investor Relations [email protected] +47 906 52 173 Address SpareBank 1 SR-Bank, Postboks 250, 4066 Stavanger Visiting address: Bjergsted Terrasse 1, 4001 Stavanger SpareBank 1 SR-Bank Switchboard: +47 915 02002 Information on the Internet SpareBank 1 SR-Bank’s homepage www.sr-bank.no Financial Calendar Second quarter 2017 9 August Third quarter 2017 27 October Table of Contents 1. SpareBank 1 SR-Bank ASA .............................................................................. 1 1.1 Financial highlights ....................................................................................... 1 1.2 Business description: leading financial institution in Rogaland, Hordaland and Agder ........................................................................................................................ 3 Retail Market ................................................................................................................................................. 3 Corporate Market .......................................................................................................................................... 3 Capital Market ............................................................................................................................................... 3 Vision and strategy ....................................................................................................................................... -
Annual Report 2020 2 SPAREBANK 1NORD-NORGE Table of Contents
Annual Report 2020 2 SPAREBANK 1 NORD-NORGE 1 SPAREBANK Table of contents SPAREBANK 1 NORD-NORGE 04 From the CEO 08 Strategic compass 10 Our history 12 Timeline 14 Important events 16 Branches 20 Organisation chart 22 Company structure 23 Annual report 24 Group profit analysis 27 Annual report of the Board 28 ANNUAL ACCOUNTS 2020 60 Income statement 62 Balance sheet 63 Changes in equity 64 Cash flow statement 66 Notes 67 Statement by the Bord og Directors and the Group CEO 160 Alternative performance measures 161 Auditor’s report 164 3 Table of contents NORD-NORGE 1 SPAREBANK OPERATIONS 170 Group Management 172 Board of Directors 174 Governing bodies 176 Corporate governance 180 Risk management and internal control 198 Ownership 204 Operations 210 SpareBank1 Nord-Norge Capital markets 218 The SpareBank 1-alliansen 221 The foundations 224 Organisation and HR 226 CORPORATE SOCIAL RESPONSIBILITIY 234 Sustainability in SpareBank 1 Nord-Norge 236 Climate risk (TCFD) 241 Annex 1: Global reporting initiative (GRI) index 256 Annex 2: Carbon exposure in the credit portfolio 262 Annex 3: Stakeholder analysis 2020 264 Annex 4: ‘Samfunnsløftet’s’ contribution to the UN sustainability goals 266 Samfunnsløftet across all Northern Norway 268 4 SPAREBANK 1 NORD-NORGE 1 SPAREBANK Sparebank 1 Nord-Norge SpareBank 1 Nord-Norge is the leading finance house in Northern Norway. The group is part of SpareBank 1-alliansen, an alliance of 14 independent savings banks across the entire country. 5 SPAREBANK 1 NORD-NORGE 1 SPAREBANK Photo: Marius Fiskum DIGITALISATION 2020 was the year that video meetings – up to then meeting between people remains at centre-stage. -
Regnskapsrapport 4. Kvartal
Sparebanken Møre - the Group Presentation preliminary figures 4th. quarter 2014 Agenda Summary Introduction Deposits and Loans Funding and Hedging Results Equity and ECs Future prospects Macroeconomic overview 2 100 150 200 250 300 350 400 450 500 550 600 650 700 Historical performance Summary 10 12 14 16 18 20 22 24 26 50 0 2 4 6 8 0 1992 0,2 1992 1 1993 20,2 1993 65 1994 16,5 1994 78 1995 17,7 1995 114 1996 14,9 1996 120 1997 15,0 1997 136 Results ROE ROE per in cent 1998 17,1 1998 173 1999 16,4 1999 205 2000 19,2 2000 265 2001 17,3 2001 272 in NOK 2002 10,1 2002 172 2003 10,2 2003 180 2004 11,5 2004 217 2005 14,0 2005 264 2006 13,4 2006 272 2007 15,6 2007 333 2008 12,8 2008 338 2009 335 2009 14,1 384 13,4 74 2010 458 2010 16,0 2011 379 – 2011 12,2 364 166 12,6 2012 530 2012 16,3 in NOK and ROE 2013 450 2013 11,6 94 12.3 402 2014 14,0 2014 623 2012 One and off effects also results on in 2010 Q3result from in the the included Group'seffect ordinary is finally was July 9 closed transaction in Nets TheHolding. their stakes sell banks that to in Q1a signed 2014contract Sparebanken 1 Capital TierCore market strong in the deposits still competition margins in the funding Lower but market end assets Total loans in default Low Strong ofincome interest Maintained net high level in a county strong Norwegian economy a strong environment, operating Favourable level of loan ofloan level cost - efficiency about about Møre – gross effect effect gross NOK million 94 losses and low volume of and losses volume low NOK 12.0 was 186of the -
Sparebank 1 SR-Bank Annual Report 2019
Annual Report 2019 Milestones in the past year • SpareBank 1 SR-Bank’s • SpareBank 1 SR-Bank Business Barometer shows that a enters into a strategic 1 surprisingly high number of 3 partnership with a start-up company called companies in Southern Justify regarding the provision of digital Norway expect higher legal services to retail customers. profitability in 2019. • Bergen-based Shrimp Vision wins this • Subsidiaries and startup factory, year’s Gründerhub Prize and NOK 250,000. FinStart Nordic, open in new premises in The company is developing a system for Oslo. The Minister of Finance, Siv Jensen, producing fresh, locally-produced, tropical holds the opening speech and praises the shrimp. financial services industry for its focus on innovation and restructuring. • SR-Boligkreditt issues its first green home mortgage bond. • SpareBank 1 SR-Bank chooses three UN The EUR 500 million quickly Sustainable Development Goals that the becomes fully subscribed to. group will make an extra contribution to achieving. The UN Sustainable Development Goals are the world’s first joint plan to eradicate poverty, combat inequality and • SpareBank 1 SR-Bank moves into a new stop climate change by 2030. climate-neutral head office GENDER EQUALITY DECENT WORK CLIMATE CHANGE AND ECONOMIC 4 in Stavanger named GROWTH Finansparken. Northern Europe’s largest wooden office building. • On 29 November, • SpareBank 1 Regnskapshuset SR acquires SpareBank 1 SR- Agder Økonomi thus strengthening the Bank marks its 180th 2 group’s overall focus on Southern Norway. anniversary. The bank’s oldest roots stretch back to the establishment of Egersund • SpareBank 1 SR-Bank Sparebank in 1839. -
Sustainability
Sustainability SPAREBANK 1 SR-BANK’S APPROACH TO SUSTAINABILITY SpareBank 1 SR-Bank is a responsible corporate citizen SpareBank 1 SR-Bank has practised a philosophy of long-term sustainability ever since the establishment of Egersund Sparebank in 1839. Sustainability remains a key part of the group’s overarching strategy and is well-integrated into all parts of the group’s operations. SpareBank 1 SR-Bank takes a proactive approach to sustainability and has chosen to particularly prioritise responsibility for the climate and OUR CHOSEN UN SUSTAINABLE environmental challenges society is facing. DEVELOPMENT GOALS To ensure that the group continues to develop sustainably, we Our targets and work on these: systematically focus on three different areas of sustainability: the climate and environment, the economy, and social Gender equality conditions. Account is taken of these areas in our products 1. Ensure women full and genuine and services, advice on investment and credit decisions, participation, and equal opportunities marketing, purchases, corporate governance model, and to gain senior positions at all levels. group executive management team. Our internal work on 2. Equal pay HSE, ethics and environmental efficiency is also influenced 3. Strengthen the role of women in personal by the same areas of sustainability. Extensive communication finances work was done during the year, via websites and external news hubs, to clarify the group’s work on sustainability to customers, Measures: owners and other stakeholders. Internal communication In 2019, the group’s diversity and equal opportunities committee measures were also implemented as part of the training in implemented a number of measures in line with Sustainable relevant sustainability themes. -
From Grain to Group
ANNUAL REPORT 2020 From grain to group A bank for people and businesses in towns and villages for 175 years Content Page How to read our report 3 SpareBank 1 Østlandet in brief 4 Financial targets and achievement 6 A word from the CEO 8 The macro picture 10 1. About SpareBank 1 Østlandet 12 1.1 Key figures from the Group 14 1.2 The equity capital certificate 18 1 1.3 Our strategic focus 22 1.4 A look back at 2020 28 1.5 Our proud history - from grain to group 30 2. Group Management 38 Organisation chart and stakes 40 Group Management 41 Financial Advisers Elisabeth Færevaag and Joachim Vorkinn. Oslo. 2 Business areas and support functions 42 2.1 Corporate governance 44 2.2 Business description 56 How to read our report 2.3 The Bank's social role 68 2.4 Our employees 76 This annual report is an integrated includes the Board of Directors’ Report, report based on the IIRC’s principles for Income Statement, Balance Sheet, 3. Our material sustainability topics 80 integrated reporting. It describes how Changes in Equity, Cash Flow Statement, Framework for our sustainability initiative 82 SpareBank 1 Østlandet contributes to Notes, Statement from the Board of 3.1 Responsible lending 84 sustainable growth and the development Directors and CEO, Auditor’s Report 3 3.2 Combating economic crime 92 of our customers, owners, employees and and Subsidiaries. society as a whole. 3.3 Ethics and anti-corruption 94 The main part is followed by a number of 3.4 Requirements for providers of financial services 96 The Chapter ‘About SpareBank 1 appendices, including ‘Further facts about 3.5 Ethical marketing of products and services 98 Østlandet’ presents key figures from the SpareBank 1 Østlandet’s sustainability Group and an overview of the develop- work’. -
Supplementary Information 2020 Q1 Contact Information
Investor Relations Supplementary Information 2020 Q1 Contact information CEO Jan-Frode Janson For further information, please contact CFO Kjell Fordal [email protected] +47 905 41 672 Address SpareBank1 SMN Postboks 4796 Sluppen, 7467 Trondheim Switchboard +47 915 07 300 Visiting address Søndre gate 4, 7011 Trondheim Information on the internet SpareBank1 SMN's homepage www.smn.no ECC information in general www. egenkapitalbevis.no Financial Calendar 2020 1st quarter 08 May 2020 2nd quarter 11 August 2020 3rd quarter 30 October 2020 Major changes from Q1 2020 Corona crisis and oil prise fall The crisis has trigged a broad-based international economic crisis accompanied by increased unenployment and a dramatic fall in demand despite highly expansionary monetary policies in the majority of countries. After the national lockdown, imposed on March 12th, the Norwegian economy has also been hard hit, even though Norway has a more robust economy than most countries. Oil prices has fallen heavily. SpareBank 1 SMN has low exposure to sectors that are directly affected by the oil price. The Norwegian krone har depreciated markedly in the first quater. Norges Bank (Norway's central bank) has lowered its key policy rate to 0.25 per cent since March 12th. A number of industries have experienced a wave of layoffs, and at 21th of April 15 per cent of the labour force were registered as jobseekers and 10 per cent were registered as totally unemployed. In response to the crisis in the Norwegian government has initiated a raft of measures to assist businesses and private individuals. SpareBank 1 SMN is the region's leading finance house and shoulders its responsibility in a highly demanding situation. -
Sparebank 1 Create a Flexible Data Center
Helping you Optimize. Store. Secure. CASE STUDY technology equipment ... How the “Lego Approach” Helped Norway Giant SpareBank 1 Create a Flexible Data Center Oslo, the most populated city in Norway, is the hub of the country’s governmental, economic, manufacturing and shipping industries. At its center is an alliance of banking, insurance and holding companies under the brand “SpareBank 1.” With 15 independent banks and 6,300 employees, SpareBank 1 is Norway's second largest bank alliance. Amongst others, the banks collaborate within SpareBank 1's state-of-the-art data center gives them the flexibility to cool the equipment and maintain the continuity of operations. IT, which is handled through SpareBank 1 Gruppen AS (SpareBank 1 Group). At the SpareBank 1 Gruppens office building in Oslo, they plan, develop and approach to business that SpareBank 1 began the mission to upgrade their support the deployment of their own IT operations systems and software data center operations into state-of-the-art facilities that were tailored processes for the entire organization. A few years ago, with business specifically to their organizational needs. growing and the demand for data security and preservation on the rise, IT experts and executives at SpareBank 1 began the mission to improve the Planning for a Safe and Cool Data Center infrastructure of their data centers. It was in the spirit of their self-reliant Creating the best design to support the alliance, SpareBank 1’s executives and IT experts planned for a two-year process that would include the design, development and implementation of their very own highly-tailored They used what they called the data center. -
Sparebank 1 SR-Bank, Sparebank 1 SMN, Sparebank 1 Østlandet, Sparebank 1
FINANCIAL INSTITUTIONS ISSUER IN-DEPTH SpareBank 1 SR-Bank, SpareBank 1 SMN, 12 March 2018 SpareBank 1 Østlandet, SpareBank 1 N-N SpareBank 1 Alliance Banks' 2017 profit up as economy strengthens RATINGS SpareBank 1 SR-Bank ASA In February 2018, the four biggest lenders in Norway's SpareBank 1 Alliance (SpareBank 1 LT Senior Unsecured A1 negative SR-Bank, SpareBank 1 SMN, SpareBank 1 Østlandet and SpareBank 1 Nord-Norge) reported LT Deposits A1 negative Baseline Credit Assessment baa1 stronger 2017 net profit thanks to a combination of increased lending, lower funding costs, CR Assessmen (LT/ST) Aa3(cr) / P-1(cr) reduced loan losses, and higher earnings contributions from subsidiaries. The improvement came as Norway's economy expanded, helped by fiscal and monetary stimulus, after weak oil SpareBank 1 SMN prices triggered a slowdown in 2015-16. We expect GDP growth of 2.2% in 2018 and 2.0% in LT Senior Unsecured A1 negative 2019, up from 1.7% in 2017, further supporting the banks' performance. The four banks' high LT Deposits A1 negative Common Equity Tier 1 (CET1) ratios confirm our view that their loan loss absorption capacity Baseline Credit Assessment baa1 CR Assessmen (LT/ST) Aa3(cr) / P-1(cr) is robust. Although the banks remain reliant on confidence-sensitive market funds, sizeable liquidity buffers help offset this risk. SpareBank 1 Ostlandet Oil-exposed banks' asset quality improves. For SpareBank 1 SR-Bank and SpareBank 1 LT Senior Unsecured A1 negative SMN, the increase in profit partly reflected a decline in problem loans to 1.13% and 0.99% of LT Deposits A1 negative Baseline Credit Assessment baa1 gross loans respectively, from 1.21% and 1.23% in 2016.